In today’s competitive job market, employers are still using conventional hiring and retention strategies that, while time-tested, aren’t yielding the best results. According to recent research by Ethan Bernstein, Michael B. Horn, and Bob Moesta, the problem goes beyond typical challenges like tight labor markets or rival poaching. Instead, the core issue lies in providing sustainable, fulfilling work experiences. To truly retain employees, organizations must rethink how they support meaningful progress in each employee’s unique career journey.
The Persistent Challenge of Employee Attrition
Employee turnover is not just a byproduct of economic fluctuations; it’s an enduring challenge. Despite numerous surveys and exit interviews, companies often fail to pinpoint why employees leave. Sometimes, employees themselves can’t articulate it, only identifying their reasons when they reflect deeply with trusted mentors or coaches. Without a clear understanding of what drives them, many employees leave, hoping for better alignment elsewhere, only to find themselves dissatisfied again.
The Push and Pull Factors Behind Job Changes
Each employee’s decision to leave is influenced by specific “push” and “pull” factors. Pushes are internal frictions in their current roles – frustrations with work dynamics or a lack of impact – that drive them away. Pulls, on the other hand, are attractive elements of new opportunities, such as alignment with personal values or the chance to do work that feels meaningful.
Common Pushes:
- Lack of Respect or Trust: Feeling undervalued or mistrusted by managers or peers.
- Perceived Stagnation: Experiencing a lack of growth or advancement opportunities.
- Cultural Misalignment: Being misaligned with the organization’s culture or management style.
Common Pulls:
- Opportunities for Growth: The promise of skill development or career progression.
- Work-Life Balance: A chance to better balance personal and professional life.
- Value Alignment: Finding an environment that resonates with their core beliefs and values.
Understanding and addressing these push and pull factors can significantly improve retention efforts. Many job-switchers look for an environment that will help them get out of an undesirable situation, regain control over their work, align with their strengths, or take a new step forward.
Four Key Motivations for Job Changes
The study identified four primary motivations, or “quests,” that propel employees to change jobs. These quests reveal deeper insights into what employees seek in their careers and how organizations can better support them:
- Get Out: Employees in this group feel trapped in an unfulfilling role and seek escape.
- Regain Control: These employees want more autonomy and flexibility in their roles.
- Realign: Employees in this category desire alignment with their skills, values, and work environment.
- Take the Next Step: Often driven by life milestones, these employees are motivated by a desire for growth and advancement.
Practical Steps for Managers to Support Employee Progress
Creating a sustainable and satisfying employee experience begins with early intervention and proactive support.
1. Interview Employees Regularly
Rather than waiting for exit interviews, which can come too late, managers should conduct regular “stay interviews.” Understanding what employees value about their roles and what they find challenging can help uncover potential issues before they become reasons to leave.
2. Develop “Shadow” Job Descriptions
Traditional job descriptions often fall short in capturing the actual responsibilities and experiences that make up a role. By creating more personalized, experience-oriented descriptions, managers can offer candidates and employees a realistic preview of what the role entails, fostering clearer expectations.
3. Collaborate with HR to Support Career Development
Together with HR, managers can build a culture of continuous growth and development, offering tailored opportunities for employees to explore roles, develop skills, and advance their careers within the company. This collaboration can prevent burnout, address disengagement, and keep employees engaged.
Embracing Flexibility and Customization
As modern employees seek more customized work experiences, organizations must be willing to adjust traditional structures. By understanding the specific drivers of employee dissatisfaction and aspirations, companies can create roles that genuinely align with their employees’ quests for progress, building a workplace where people want to stay and grow.
In a world where employees are more empowered and mobile than ever, rethinking the employee experience is crucial for organizations that aim to retain top talent and remain competitive.